marine spatial planning and - mspglobal2030 · 2020. 11. 7. · marine spatial planning and...

Marine Spatial Planning and Sustainable Blue Economy Development in Ghana

DISCLAIMER: The designations employed and material presented during this event do not imply the

expression of any opinion whatsoever on the part of UNESCO concerning the legal status of any

country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or

boundaries.

The ideas and opinions expressed are the speakers’ own; they are not necessarily those of UNESCO

and do not commit the Organization.

Thursday 22 October 2020

Welcome address

Facilitator – Alberta Jonah (Ph.D.)

Bio❖ National Consultant (IOC-UNESCO) / Executive Director

(Gulf of Guinea Maritime Institute)

❖ PhD Integrated Coastal Zone Management; MSc Marine Spatial Planning

❖ Involved in Research, consultancy and advocacy for safety and security in the Gulf of Guinea maritime domain; Ecosystem assessment; Coastal and marine ecosystemconservation; Ecosystem services mapping; Developmentof zoning plans.

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REPLACE THIS SHAPE WITH YOUR FACE PICTURE

The Intergovernmental Oceanographic Commission of UNESCO

1. Established in 1960 under the auspices of UNESCO to:a. Promote international cooperation and to coordinateprogrammes in research, services and capacity building.b. Generate knowledge about the nature and resources of the ocean and coastal areas.c. Apply that knowledge for the improvement of management, sustainable development, protection of the marine environment, and the decision-making processes of its Member States.

2. Within the UN system, the IOC serves as the focal point for ocean observations, ocean science, ocean services and data exchange.

3. IOC is the only intergovernmental organization that has mandate to promote marine science in all ocean basins (UNCLOS)

IOC within the United Nations

MSPglobal Initiative

Joint Roadmap to accelerate Maritime/Marine Spatial Planning processes worldwide, adopted by the European

Commission's Directorate-General for Maritime Affairs and Fisheries (DG MARE) and the IOC-UNESCO

MSPglobal is co-financed by the European Commission's European Maritime and Fisheries Fund

Objectives

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1) Provide participants with detailed information aboutMSP and its relevance in fostering a resilient blue economy in Ghana.

2) Discuss the roles of various stakeholders in developing Ghana’s Blue Economy.

3) Discuss the way forward for MSP in Ghana.

Agenda

(09:00 – 10:00) Opening Speech & Introduction

(10:00 – 10:30) Joseph K.O. Ansong

(11:00 – 11:30) Stephen Kankam

(11:45 – 12:15) Kwadwo Hwedie

(12:30 – 13:00) Discussion & Groups formation

(14:00 – 16:00) MSP Game and Group presentations

(16:15 – 17:00) Discussion on outcomes of the Game

(18:00 – 18:05) Closing

Opening speech

Speaker – Joseph K.O. Ansong

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Bio

❖ Member of the MSPglobal International Expert Group

❖ PhD Candidate – Ulster University, United Kingdom

❖ Experienced in Marine Planning research and

consultancy

❖ Involved in LEARN Marine Spatial Planning Toolkit; the

Ocean Multi-Use Action Plan; European Commission-

DG MARE technical study on cross-border MSP

consultation

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Implementing Marine Spatial Planning for the Blue Economy

Joseph Kofi Ansong

Outline of Presentation

• Marine Spatial Planning

• Blue Economy

• MSP in the context of the Blue Economy

• Reflections from the Irish MSP

• Way forward?

Marine Spatial Planning

The spatial problem

Source: Maes, F., et al,, 2005. A Flood of Space, University of Gent(Maes et al., 2005)

What is MSP?

Marine spatial planning (MSP) is a process of analysing and allocating parts of three-dimensional

marine spaces to specific uses, to achieve ecological, economic, and social objectives that are

usually specified through a political process.

(UNESCO-IOC,2009)

Towards integrated decision- making

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“Everyone has a plan until they get punched in the mouth.”― Lee Child

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What’s not MSP?

• MSP is not a universal remedy other solutions other than planning

• MSP is not single sector planning and management e.g. strategic plans for ports and maritime industries

• MSP is not ocean zoning

• MSP is not a one-time process but its iterative

• MSP is not just a map

• MSP is not an ideal and rational process but political

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Growth of MSP

By 2030 80 marine plans are expected to be approved

~ ≥33% of surface area of World’s EEZs coverage19

Source: UNESCO-IOC, 2017

No

. o

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un

trie

s w

ith

go

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rnm

ent-

app

rove

d m

arine

pla

n

No “one size fits all”

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England Belgium Sweden China

Levels of planning &

Number of planning

areas

Regional

11 planning areas

National plan

1 planning area

Regional MSP guides municipal

plans

3 planning areas: Gulf of Bothnia,

Baltic Sea and Skagerrak/Kattegat

National, provincial and municipal

(county) plans

5 major sea areas,

29 key sea areas and

78 functional coastlines

Progress/

Timelines

East and South plans completed in

2011, 2018 respectively. Other plan

areas are in consultation.

2nd review of East plans, 3rd cycle

2nd plan revision, 3rd cycle Final stages of 1st marine plan 3rd plan revision, 4th cycle

Structure of the

Plan/Approach to

planning

• Visions, objectives and set of

policies

• Characterisation Areas

• No particular exclusion area

• Zoning and designating new

marine activities

• There are exclusion areas

• Current plan permits mixed uses

• National interest areas taken

into MSP plan, but MSP can

suggest new areas.

• Activities such as offshore wind

farms can be built outside the

designated areas

Marine Functional Zoning: Two-level

classification system, 8 zones and 22

subzones. New MFZ introduces:

• Marine Ecological Space (and a

redline zone where development

activities are restricted

• Marine Development

Legal Status of MSP

policies

Binding Binding Non-Binding • First generation MFZ was non-

binding (experimental)

• Subsequent MFZ generations are

binding

Lead on MSP New MSP organisation:

Marine Management Organisation

(MMO)

Led by the Ministry of the North

Sea

Plan revision by the Ministry of

Environment

Swedish Agency for Marine and

Water Management

State Oceanic Administration and

Provincial Governments



• Blue Economy



• Way forward?

The Blue Economy

What is Blue Economy?

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Blue Economy refers to the sustainable development of ocean

resources (economic activities, assets, goods and services)

(Rio+20 conference)

The concept has evolved from being “business as usual” to

facilitating better stewardship-contribution to economic growth, social, cultural and environmental

well-being

Example: Seychelles

(Strategic Policy Framework and Roadmap: Charting the Future 2018-2030)

Vision: “To develop a blue economy as a means of realizing the nation’s development potential through innovation, knowledge-led approach, being mindful of the need to conserve the integrity of the Seychelles marine environment and heritage for present and future generations”

Key pillars:

Economic diversification & resilience - to reduce economic vulnerability and reliance on a small number of sectors and to increase the % GDP derived from marine sectors

Shared prosperity – Creation of high value jobs and local investment opportunities

Food security and well-being

Integrity of habitats and ecosystem services, sustainable use, and climate resilience



• Blue Economy



• Way forward?

Blue Economy in the context of MSP

How can MSP deliver the Blue Economy?

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•Increased certainty for investment

•Reduced transaction

costs & administrative

burden

Conflict prevention &

mitigation

Inclusive stakeholder

participation & transparency

•Better access to information

& data

How do we get there?

1. Where are we today?✓Baseline characterisation

2. Where do we want to be?✓Vision/Objectives/outcomes✓Future scenarios

3. How do we get there?✓Management actions/plan

policies/zones

4. What have we accomplished?✓Monitoring and evaluation

MSP step by step

(IOC-UNESCO, 2009)



• Blue Economy



• Way forward?

The Irish MSP

MSP in Ireland: Context

• Legislation: The MSP Directive was originally transposed into national legislation in 2016 (SI 352 of 2016). In 2018 the regulations were repealed and replaced by Part 5 of the Planning and Development (Amendment) Act 2018

• Planning Authority: Department of Housing, Local Government and Heritage

• A hybrid plan: policies and definition of Strategic Maritime Activity zones

• Unique case of making series of marine legislation changes including Foreshore Act

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220 Million Acres Under the Sea. 10:1 sea to land ratio

Vision and Goals

• The visioning approach facilitates intersectoral coordination to define broader and desired future state for the entire blue economy to guide MSP

• Stakeholders are valuable sources of information for scoping and verification of results.

• Analysing the existing legislative frameworks and sector policies may highlight preferred future development trajectories to inform MSP

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Baseline Assessment

• Initial elaboration of potential high-level objectives

• Identifying data and information for uses and activities that needs to be planned for. Key evidence, Issues (sector, cross sector and sustainability)

• Involved series of stakeholder events and road-shows to increase awareness

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Defining Marine Planning Policies

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Example of MPA policy : Proposals that support the objectives and the ecological coherence of marine protected areas (MPAs) network will be supported.

Proposals that may have adverse impacts on the objectives of MPAs must demonstrate that they will, in order of preference: a) avoid, b) minimise, or c) mitigate adverse impacts.

Way Forward?

1. High-level government and political leadership!2. Define the vision, goals and targets for delivering the Blue Economy 3. Collect the best available data and evidence to shape long-term

decision making4. Ensure effective inclusion and active participation of stakeholders5. Define , weigh and prioritise the relative importance of each sector of

the blue economy including natural capital

6. Anticipating and adapting to the impacts of climate change

7. Target financial instruments for implementing the Blue Economy

8. Establish partnerships to enhance capacity building through the MSP process

Thank you!

Joseph Kofi AnsongUlster University

[email protected]

mailto:[email protected]

Speaker – Stephen Kankam

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Bio❖ Deputy Director – Hen Mpoano

❖ PhD Candidate at the Institute for Geosciences and Geography – Martin Luther University, Germany

❖ Experienced in Research and consultancy in coastal and fisheries co-management; Integrated land use and spatial planning; Integrated Coastal Zone Management; Strategic environmental and ecosystem services assessments; G.I.S.; Environment and development programming; Climate change; Pollution

❖ In charge of Strategic direction and leadership in coastal and fisheries governance programs.

Profiling Ghana’s Coastal and Marine Sector and the Prospects for Blue Economy Development

October 22, 2020Accra

Stephen KankamHɛn Mpoano

[email protected]

Workshop on Marine Spatial Planning and Sustainable Blue Economy Development in Ghana

mailto:[email protected]

Presentation Outline

• Pillars of Ghana’s Blue Economy

• Profile of Coastal and Marine Issues – Drivers & Processes

• Practical Lessons Applying Integrated Coastal/Marine Management for Blue Economy Development in Southwestern Ghana

• Take Home Messages

Blue Economy – Pillars

Ghana’s Blue Economy Sectors

Fishing & fish processing

Ghana’s Blue Economy Sectors cont.

Agriculture &

Tourism

Ghana’s Blue Economy Sectors cont.

Gas gathering, processing, storage & trans-shipment

Profile of Issues : Drivers & Processes of Change in Southwestern

Ghana

Before 20082008-20122012 +

Issues - Drivers & Processes of Change

Impacts of Drivers & Processes

Impacts of Drivers and Processes

Practical Lessons - Applying ICM in Southwestern Ghana

Practical Lessons cont. – mapping & restoring wetland resources

Livelihood

Small scale fishery Mgt. Plan

Population and Health

Bridging access by boat transport Immunization

Antenatal care

Child welfare clinics

FP/RH services

Opportunities for Regional Approaches

• Implementation of Western Region Spatial Development Framework?

• Western Corridor Development Authority?

Take Home Messages

• Integrate MSP into mainstream coastal and marine management practice

• Improve coordination with all key MSP actors – private sector, traditional authorities, government agencies.

• MSP should be incremental – set clear goals, learn and adapt.

Speaker – Kwadwo Osei Hwedie

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Bio

❖ Private Consultant

❖ Member of the Commonwealth Association of

Planners; Ghana Institute of Planners

❖ Masters in Marine Spatial Planning – Universities of

Venice, Seville and Azores

❖ Experienced in Marine Planning and Sustainable blue

growth strategies; Settlement Planning

STAKEHOLDER PARTICIPATION

AND COOPERATION

FOR AN EFFECTIVE MSP PROCESS

Presentation outline

Introduction

Why involve stakeholder in MSP

Who are stakeholder in MSP When should stakeholders be involved/ participate in MSPHow should stakeholders be involved in MSPChallenges with stakeholder participation and cooperation Conclusion

INTRODUCTION

• A stakeholder is a party that has an interest in a company and can eitheraffect or be affected by the business

• Marine spatial planning is a public process of analyzing and allocating thespatial and temporal distribution of human activities in marine areas toachieve ecological, economic, and social objectives that usually have beenspecified through a political process (Ehler & Douvere, 2009) .

• In MSP, the term ‘Stakeholder’ is “an entity (group, person, organization,enterprise or administrative unit) with a stake in MSP - those affecting andaffected by acts of MSP (recognized as such or not)”, which includeinstitutions/authorities, NGOs, businesses, other countries, and the societyat large (Morf et al. 2017, p. 9).

• Conceptual Framework of stakeholder participation in MSP is to answer the questions:

I. Why?

II. Who?

III. When?

IV. How?

MARINE SPATIAL

PLANNING STAKEHOLDERS

Government

Civil Society Industry

WHY ACTIVELY INVOLVING STAKEHOLDERS IN MSP

• Encourages ownership of the plan, engenders trust among stakeholders anddecision-makers and voluntary compliance with rules and regulations.

• Improves understanding of the complexity (spatial, temporal) and humaninfluences of the marine management area.

• Develops a mutual and shared understanding about the problems andchallenges in the management area.

• Examines existing and potential compatibility and/or conflicts of multipleuse objectives of the management area.

WHY ACTIVELY INVOLVING STAKEHOLDERS IN MSP

• Aids the generation of new options, consensus and solutions thatmay not have been considered individually.

• Expands and diversifies the capacity of the planning team,through the inclusion of secondary and tertiary information (e.g.local knowledge and traditions).

• Increases understanding of underlying (often sector-oriented)desires, perceptions and interests that stimulate and/or prohibitintegration of policies in the management area.

WHO ARE STAKEHOLDERS IN MSP

• legal obligation or not.

• Depending on the scope and stage of a planning process (local, regional,national, transnational).

• Criteria/ assembled list Who are or will be affected by MSP decisions.

Who are dependent on the resources of the management area where.

Have or make legal claims or obligations over areas or resources.

Conduct activities that impact on areas or resources of the management area.

Have special seasonal or geographic interests in the management area.

Have a special interest in the management of the area (such as environmental NGOs and cultural advocacy groups)

Who are stakeholders in the management area

Stakeholder table/ list

STAKEHOLDER MAPPING AND ANALYSIS

Source: Morf et al. 2019

WHEN SHOULD STAKEHOLDERS BE INVOLVED

• Pre-planning and planning for MSPOrganizing the process Defining and analyzing existing conditionsDefining and analyzing future conditions

• MSP plan development Developing the marine spatial plan

• MSP plan implementationImplementing and enforcing the marine spatial plan

• Monitoring and evaluating MSP performance

STAIRWAY OF PARTICIPATION IN MARINE SPATIAL PLANNING

Source: Morf et al. 2019

DIFFERENT KINDS OF STAKEHOLDER PARTICIPATION IN MSP

Source: Ehler & Douvere (2009) based on Bouamrame M. (2006)

METHODS AND TOOLS FOR STAKEHOLDER PARTICIPATION AND COOPERATION

• Process and interaction related tools, methods and strategies On-site visits and face to face meetings

Online meetings

Dividing up the drafting process thematically or geographically

• Content related tools and methods Maps for input and discussion

A matrix (or table) of interests

Showing and discussing plan drafts

Formal consultation on a draft plan

• Analytical and synthesising tools, methods and platforms Scenarios and scenario-building with stakeholders

Impact assessments

Cost-benefit and risk analysis

Spatial decision support systems

• Building consistent relationships

• Communicating with stakeholders


• Designing stakeholder meetings to suit your stakeholders purposes The format of an event The importance of location Time and timing Formal and informal events Size matters

• Interaction mattersIndividual

Bilateral meetings

Mixed (multilateral) meetings

Re-mixing


• Dealing with stakeholder input Requesting and processing input

Using stakeholder input in a balanced way

Deal with the internal bias


CHALLENGES

Challenges with stakeholder participation and cooperation

• Stakeholder awareness and mobilization

• Language and terminology (technical languages)

• Escalation of conflicts and distrust

• Time and timing issues

• Resources and capacity

• MSP is a cyclical process, requiring different types and intensities of SI at different times.

• MSP is a multi-layered process with many overlapping phases.

• Crucial questions to be asked before embarking on stakeholder participation are why, who, when and how.

• Time, resources, capacity and facilitation skills are crucial contributors to stakeholder participation.

CONCLUSION

CONCLUSION

• Like MSP, stakeholder participation is a learning process, so don’t be afraid to try out new things or to make mistakes.

• It is a good idea to keep records and to document each step of the way –what was done, when, how, and why, and did it meet the set objectives

• At the same time, SI is not a silver bullet that will automatically lead to a fair process or a balanced outcome.

• the process of SI may be just as important as a result, e.g. building trust and discovering potential synergies amongst stakeholders.

References

• Bouamrame M. 2006. Biodiversity and stakeholders: concertation itineraries. Biosphere reserves,technical notes 1. Paris, UneSCO.

• Ehler, C., & Douvere, F. (2009). Maritime Spatial Planning. A Step-by Step Approach. TowardEcosystem-based Management. Manual and Guides No 153, ICAM Dossier No. 6. Paris:Intergovernmental Oceanographic Commission UNESCO IOC, 99 pp

• Morf, A., Moodie J, Giacometti A, Kull M, Gee K, Piwowarzyk J, and Zaucha, J, Kellecioglu I,Luttmann A, Strand H, Schiele K. (2019). Towards sustainability of marine governance from astakeholder integration perspective: challenges and enablers for stakeholder involvement intransboundary Marine Spatial Planning (MSP) in the Baltic Sea Area. Ocean and CoastalManagement. Vol. 177, 1 July 2019, Pages 200-212,https://doi.org/10.1016/j.ocecoaman.2019.04.009

THANK YOU

MSP game

Group Exercise – MSP Game

INTRODUCTION

PUBLIC ANNOUNCEMENT: The Government of Ghana has published a national plan, announcing a support-fund for marine initiatives to boost Ghana’s blue economy.

• This implies that the seas will get busier.

• There will be more competition for space and more potential for conflict.

• There are opportunities for sectors to work together to achieve mutual benefit

• We need to work across sectors (and boundaries) to make the most of what we have.

• To help highlight the challenges of working together, we are going to start with a game.

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There are 3 groups. Each Group represents a Planning Consultancy Team (PCT)

Each of the 3 PCTs has been tasked to advice Government on the following:

1. Which marine industries should be prioritized in Ghana’s MSP? List top 3 priorities.

2. What are the main conflicts (existing and potential) to be addressed in this initiative?

3. Recommend the next steps for Ghana’s MSP process to enhance Blue Economy.

***Each Group has 30 minutes to execute their tasks and 15 minutes to present their results with explanations.*** GOOD LUCK!!!

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DISCUSSION

1. Bonus points for the team which included measures for achieving good environmental status in their priority list.• Do you think conservation is critical for Ghana’s Blue Economy?

2. Challenges of working together, across sectors – Negotiation and Trade-offs (whatever approach we take, there are winners and losers).• How easy was it for members of the team to accept the suggested

priorities?• For those whose sectors were not prioritized, how did you feel? What

convinced you to give in?

3. Opportunities for synergies• Can there be synergies among some marine industries?

Thank you All

Ministry of Environment, Science, Technology and Innovation

Environmental Protection Agency

Ghana Navy

Regional Marine Centre

Regional Maritime University

National Petroleum Commission

Fisheries Commission

National Fisheries Association of Ghana Graphic Communications

Land Use and Spatial Planning Authority

Ghana Maritime AuthorityNational Development and Planning Commission

Ghana Ports and HarboursAuthority

Gulf of Guinea Maritime Institute

Private Consultants

Centre for Maritime Law and Security

CSIR-Water Research Institute

EU Delegation in GhanaMinistry of Tourism, Arts and Culture

Ghana National Commission for UNESCO

Hen Mpoano

Ulster University

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marine spatial planning and - mspglobal2030 · 2020. 11. 7. · marine spatial planning and...

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